products

I think one of the things people don't understand is we can build more shareholder value by lowering product prices than we can by trying to raise margins. It's a more patient approach, but we think it leads to a stronger, healthier company. It also serves customers much, much better.

I'm not saying that advertising is going away. But the balance is shifting. If today the successful recipe is to put 70 percent of your energy into shouting about your service and 30 percent into making it great, over the next 20 years I think that's going to invert.

It doesn’t matter what industry you’re in, the supply chain will include products from all around the world. Whether we’re talking about fabric made in China, soybeans grown in the Amazon, palm oil harvested in Indonesia, biofuels created in Africa—companies will have to know how their products and the raw materials they use in their operations are affecting places, people, biodiversity, and the environment.

Carter Roberts

Source: Stanford GSB News: Social Responsibility Is Now a Business Imperative: http://www.gsb.stanford.edu/news/headlines/VonGugel_Roberts.html

“Patents make our product defensible.” The optimal number of times to use the P word in a presentation is one. Just once, say, “We have filed patents for what we are doing.” Done. The second time you say it, venture capitalists begin to suspect that you are depending too much on patents for defensibility. The third time you say it, you are holding a sign above your head that says, “I am clueless.” Sure, you should patent what you're doing--if for no other reason than to say it once in your presentation. But at the end of the patents are mostly good for impressing your parents. You won't have the time or money to sue anyone with a pocket deep enough to be worth suing.

Guy Kawasaki

Source: How to Change the World: Top Ten Lies of Entrepreneurs: http://blog.guykawasaki.com/2006/01/the_top_ten_lie_1.html

Eating your own dog food -- using your own products -- is probably the best way to reinforce the urgency of churning. Kelly Johnson, the leader of Lockheed's legendary Skunk Works, once explained why he flew with test pilots in experimental aircraft: "I figured I needed to have hell scared out of me once a year in order to keep a proper balance and viewpoint on designing new aircraft."

Guy Kawasaki

Source: Rules For Revolutionaries: The Capitalist Manifesto for Creating and Marketing New Products and Services, Pages: 54